evolve in response to the (perceived) demands of the business environment. An enterprise may comprise one or more firms, or parts of firms (or other types of organization) and their interrelationships – and so is describable (may be modelled) in the same terms. In the IBM Enterprise Architecture Method, the "Enterprise Capabilities Neighborhood" – a segment of the overall Enterprise Architecture description or model – "captures the strategic intent of the enterprise". It "provides the bridge from the organization's strategy to the architectural building blocks that enable and realize the strategy." According to the IBM EA Method, "Both the Enterprise Capabilities and Business Architecture are technology independent." It is not clear how this view can be rationalised and made coherent with the Leonard model or the Teece theory which places some technology-implemented system at the center of a capability. Collins and De Meo go on to assert that "To focus the EA (description) on delivering the right plan for the enterprise, it must be based on a detailed understanding of the Enterprise Capabilities the enterprise has decided it needs...". Collins and De Meo's "Enterprise Capabilities" can thus be identified with Leonard's "Core Capabilities". The IBM EA Method defines the "Strategic Capability Network" (SCN) which "depicts the strategic capabilities and associated enablers of a business, their interrelationships and their combined roles and significance in ... the value net of a business." The Strategic Capability Network is therefore a modeling technique and network analysis method that expresses both the Leonard model of Core, Enabling and Supplemental capabilities, the Hamel and Prahalad notion of core competencies and, given EA's time dimension of enterprise evolution, the Dynamic Capabilities Theory. Capability management topics Capability vs. process A process is how the capability is executed. Much of the reengineering revolution or Business process reengineering focused on how to redesign business processes. Business vs. organizational capability An organization capability refers to the potential of the people in an organization and their cooperation to get things done. The way leaders foster shared mindset, talent, change, accountability, and collaboration across boundaries define the company's culture and leadership edge. Capability vs. competency Dave Ulrich makes a distinction between capabilities and competencies: individuals have competencies while organizations have capabilities. Both competencies and capabilities have technical and social elements. At the individual-technical intersection, employees in the firm bring functional skills and competencies such as programming, cost accounting, electrical engineering, etc. At the